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How to Make It Big as a Consultant / Edition 4

How to Make It Big as a Consultant / Edition 4

3.0 1
by William A. Cohen

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ISBN-10: 0814410324

ISBN-13: 9780814410325

Pub. Date: 06/03/2009

Publisher: AMACOM

Getting started in consulting can be a tricky prospect. How much should you charge? What type of language should exist in the contract? How can you find clients? Written by a veteran consultant with hundreds of consulting engagements to his credit, How to Make it Big as a Consultant is filled with detailed advice on every aspect


Getting started in consulting can be a tricky prospect. How much should you charge? What type of language should exist in the contract? How can you find clients? Written by a veteran consultant with hundreds of consulting engagements to his credit, How to Make it Big as a Consultant is filled with detailed advice on every aspect of starting up and maintaining a highly lucrative consulting career. The book helps readers:

• get a handle on the legal, tax, and insurance issues involved in setting up and running the business

• understand what clients really need

• create the structure for an assignment (proposals, pricing, contracts, scheduling)

• market the business

• solve clients’ problems using the Harvard Case Study Method

Completely updated and revised throughout, the fourth edition features new chapters on developing strategies for clients, leading consulting teams, and more. This trusted guidebook will help any aspiring reader become the kind of outstanding consultant that clients will turn to again and again.

Product Details

Publication date:
Edition description:
Fourth Edition
Sales rank:
Product dimensions:
5.90(w) x 8.90(h) x 1.00(d)
Age Range:
18 Years

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Table of Contents


Preface: The World’s Foremost Consultant and His Impact

on This Book

Drucker’s Consulting—How Consultants Get Started—My Initial

Ignorance about Consulting—An Academic Course in Consulting—

The Information in This Book

1 The Business of Consulting

What Is Consulting?—How Big Is the Consulting Industry?—Types

of Consulting Firms—Why Does Anyone Need a Consultant?—

Signals Indicating the Need for a Consultant—How Do Potential

Clients Analyze Consultants for Hire?—What Makes an Outstanding

Consultant?—How Much Money Can You Make as a Consultant?—

How Do People Become Consultants?—Summing Up

2 How to Get Clients: Direct Marketing Methods

Direct Methods of Marketing—Direct Mail—Cold Calls—Direct

Response Space Advertising—Directory Listings—Yellow Pages

Listings—Approaching Former Employers—Brochures—Designing

Your Brochure—Summing Up

3 How to Get Clients: Indirect Marketing Methods

The Basic Indirect Methods—Speaking before Groups—Sending

out Newsletters—Joining Professional Associations—Joining Social

Organizations—Writing Articles—Writing a Book—Writing Letters

to the Editor—Teaching a Course—Giving Seminars—Distributing

Publicity Releases—Exchanging Information with Noncompeting

Consultants—Summing Up

4 Marketing Consultant Services to the Public Sector

The Government Requires All Sorts of Consulting Services—

Consulting for the Government—How Do You Get on the

Government Bandwagon?—Federal and State Bidding Portals—

Small Business Administration—The Buying Process—The

Importance of Preproposal Marketing—The Marketing Sequence for

Government Consulting—Locating Potential Clients—Screening—

Visiting and Making the Initial Presentation—Maintaining Contact

and Gathering Intelligence—Preparing the Proposal—Negotiating

the Contract—Summing Up

5 Making the Initial Interview a Success

Looking and Acting Like a Professional—How to Build Empathy

with Your Potential Client—Seven Essential Questions—Taking

Notes—Holding off on Giving Advice—Interpreting Body

Language—Making Use of Listening Techniques—Identifying

Emotions from Facial Expressions—What to Do When the

Interview Is Over—The Company Audit—Identification of

Facial Expressions in Figure 5-1—Summing Up

6 How to Write a Proposal

Why a Written Proposal Is Necessary—How to Write a Good

Proposal—The Structure of a Letter Proposal—Opening—

Background—Objectives—Study Methods—Potential Problems—

Data Flow Charts and Product Development Schedules—The

Finished Product—Cost and Payment Information—Converting

a Proposal Into a Contract—Summing Up

7 Pricing Your Services

Price Strategies and Some Other Considerations—Three Price

Strategies—Other Considerations—Investigate the Marketplace—

01-HMBC-FM-2 3/4/09 2:32 PM Page viii

Methods of Billing—Daily or Hourly Billing—Working on

Retainer—Performance Billing—Fixed-Price Billing—Disclosing

the Fee—Summing Up

8 What You Must Know About Consulting Contracts

Why a Contract is Necessary—Developing Your Own Contract—

If Your Client Has a Standard Contract—Methods of Incurring a

Contractual Obligation—Formal Contracts—Letter Contracts—

Order Agreements—Purchase Orders—Verbal Contracts—Types of

Contracts—The Fixed-Price Contract—The Cost Contract—The

Performance Contract—The Incentive Contract—Elements of a

Contract—A Sample Contract—Summing Up

9 Planning and Scheduling the Consulting Project

The Project Development Schedule—Developing a PERT Chart—

Events and Activities—Earliest Expected Date—Latest Allowable

Date—Slack—The Usefulness of PERT—Summing Up

10 Negotiating with Your Client

Six Steps in Contract Negotiation, as Seen by Uncle Sam—

Appreciating the Goals and Objectives of the Counterparty—

Preparation:The Key to All Contract Negotiations—Be Wary of

Telephone Negotiations—The Negotiation Plan—Negotiation

Gamesmanship—Making the Other Party Appear Unreasonable—

Placing the Other Party on the Defensive—Blaming a Third Party—

The Good-guy, Bad-guy Technique—Giving up on Straw Issues—

The Walkout—The Recess—The Time Squeeze—More Negotiation

Tactics—Some General Negotiating Hints—Summing Up

11 How to Easily Solve Your Client’s Problems

Peter Drucker’s Method of Solving Problems with His Ignorance—

Defining the Central Problem—Listing Relevant Factors—

Listing Alternative Courses of Action—Discussing and

Analyzing the Alternatives—Listing Your Conclusions—Making

Recommendations—The Charles Benson Problem: A Case Study—

The Charles Benson Problem—Solution to the Charles Benson

Problem—The Central Problem—The Relevant Factors—

Alternative Courses of Action—Discussion and Analysis—

Conclusions—Recommendations—Psychological Techniques for

Problem Solving—Why the Subconscious Mind Can Help You—

How to Help Your Subconscious Solve Your Consulting Problems—

Summing Up

12 How to Research

The Two Basic Kinds of Research—Sources of Secondary

Research—The Library: Still a Good Bet as a Starting Point—

Examples of Simple Primary Research—More Complex Research

Problems, and How to Do Them—Personal Interview Surveys—

Mail Surveys—Telephone Surveys—Electronic Surveys—You Can

Research Anything—Summing Up

13 The Importance of Ethics in Consulting

Business Ethics: Sometimes Not Clear-cut—Ethics versus Jobs:

The Lockheed Case—The Ethics of Marketing Research—What

Washington Researchers Discovered by Surveying Their Seminar

Attendees—An Executive Recruiting Story—A Japanese View of

Duty—Ethics and the Law are Not the Same thing—Typical

Problems Pertaining to Ethics in Consulting—The Institute of

Management Consultants (IMC) Code of Ethics—Summing Up

14 Making Professional Presentations

Objectives of Presentations—Five Keys to a Successful


Practice— Visual Aids—Overcoming Stage Fright—Answering

Questions—Summing Up

15 How the Computer Has Changed Consulting

Proposals and Desktop Publishing—Need Overhead Transparencies?

No Problem!—Managing Your Practice—Direct Marketing—

Correcting Your Writing—Naming Products and Services—Making

Forecasts and Plans—Evaluating Potential Employees—Marketing

Research—Voice-Activated Word Processing Is Here!—Scanning

Documents and Photographs into Your Presentations—Instant

Communication—Some Reading Suggestions—Summing Up

16 The Internet and Consulting

What Is the Internet?—What Do You Need To Get Online?—

Preloaded Connection, Browser, and Portal Services—Internet

Connections—Researching on the Internet—How to Use Search

Engines—Evaluating and Using Your Results—Marketing on the

Internet—The World Wide Web—Once You Have Your Site

Developed,Then What?—Selecting an ISP—Selecting a Name—

Why Not a Cybermall?—How Should You Market on the World

Wide Web?—Publicity:The Number One Secret for Marketing

on the Web—Using Banners—Cyberlinks—Giving Information

Away—Why Not an E-mail Newsletter?—Books on Internet

Marketing—Summing Up

17 How to Run Your Consulting Business

Selecting the Legal Structure for Your Consulting Firm—The Sole

Proprietorship—The Partnership—The Corporation—Other Legal

Necessities—Obtaining a Business License—The Resale Permit—

Fictitious Name Registration—Clients’ Use of Credit Cards—

Stationery and Business Cards—Insurance and Personal Liability—

Keeping Overhead Low—The Telephone—Fax Machines—

Anticipating Expenses—Necessary Records and Their

Maintenance—Tax Obligations—Income Taxes—Excise Taxes—

Unemployment Taxes—State and Local Taxes—Minimizing Tax

Paperwork—Sources of Additional Information—Summing Up

18 Developing Strategies for Your Client

Why My Recommended Approach to Strategy is Different—

Principles, Resources, and Situational Variables—Example: Attacking

a Market Leader’s Top Product—How Lever Bros. Did It—

Integrating the Principles—Looking at Resources—Lever Bros.’

Secret Weapon—Enter the Great Depression—The Launch—Apply

the Principles Scientifically—Summing Up

19 How to Lead Consulting Teams

Why Teams Work—How Should You Lead a Team of Consultants?—

Recognizing Team Stages—Stage 1: Getting Organized—Stage 2:

Getting Together—Stage 3: Fighting It Out—Stage 4: Getting the

Job Done—Summing Up

20 Personal Consulting: Counseling and Coaching

What Exactly Is Coaching?—Different Kinds of Coaching—How

Coaching Got Started—How is Coaching Done?—Learning to

Be a Coach—Coaching Fees—Marketing Coaching Services—

Summing Up


Appendix A References Useful to Consultants

Appendix B Sample Consultant’s Brochure

Appendix C The Consultant’s Questionnaire and Audit

Appendix D Associations of Consultants


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